Hey — you know by now what your default reaction tends to be: pushback. And I get it. Because what I’m proposing usually involves taking risks, spending money, adding complications. But welcome to the business we chose. We’re trying to push forward, carefully, without burning through resources or overextending our manpower. That’s the discipline we both try to maintain.
But part of your role is to stay open to ideas—from any channel, even me—because ideas are potential money. Not every idea is right. But some are. And they can’t be ignored just because they’re inconvenient.
I don’t operate from a place of impulse. I weigh ideas, I justify them, and I act when it makes sense. And here’s something to consider: You’ve now seen with your own eyes how much momentum comes from branding and so-called “marketing nonsense”—the energy that aesthetics, light, color, windows, store placement, and tone generate. People talk about things like flyers, stickers, packaging, the name goodsugar. These are layered cues that build belief. They create credibility. They make us look like we matter. And that’s priceless in retail. That’s part of why we have a book on food—we’re not just selling, we’re teaching.
So yes, we need to keep cultivating our image and offerings slowly, intentionally, piece by piece. We both know we can’t do everything at once, and we can’t do everything ourselves. But we can divide and conquer. I don’t draw a real salary, I’m not bleeding the business—I’m filling important cracks. You and I both run around making sure cockroaches and mice don’t get in. I push hard to keep the kitchen functional. We see each other’s hustle.
Now, when we talk about growth, I’m not saying we have to spend money today. I’m saying we have to be open. We need to stop reacting defensively to every growth idea and start asking: If not now, when? How? What’s the timeline?
We already agree that throwing money at ads doesn’t guarantee results. We’ve learned that lesson. But we also know this: product innovation keeps customers coming back. It keeps the brand exciting. It keeps us from going stale. That’s a truth we’ve proven.
So here’s my gut feeling, and I want you to hear it clearly: A beautiful, unrefined, gluten-free or multigrain sourdough bread—something hearty, clean, and calorically satisfying—could be a major win in the colder months. Soup and bread make a complete, nourishing meal. It’s not for bodybuilders—it’s for the other 90% of customers. That category exists. That need exists. And we should eventually meet it. Not today. But when we have the money and bandwidth, it should be in the pipeline.
Meanwhile, we need to be thinking two months ahead. Let’s imagine what we want to launch in September. Let’s consider what changes we can make now to prepare the kitchen and systems for what’s coming.
If logistics are your biggest concern—and they’re valid—then maybe our innovation dollars need to go into optimizing the kitchen: more prep space, better cleaning systems, a smoother workflow. For example, the smoothie station rinsing into a potentially clogged line is a risk. Why not fix it now? Why not invest in more beakers and a cleaning rotation system that actually works?
And small things matter too. The smoothie station is cramped and messy. Counter space is limited. That leads to chaos, more cleaning, and higher labor costs. At this stage, we should be thinking about hyper-organization: a designated place for everything. Even phones. Create structure down to the smallest details—and enforce it.
That’s how you scale: through systems. Through planning. Through discipline. But also through staying open—to innovation, to gut instincts, and to calculated bets.
Let’s keep building this right.